Crosscut Advisory Partners 2012 Primer

TMTM

Partner Development

Crosscut Advisory Partners, LLC.

© 2009-2010, Crosscut Advisory Partners, LLC. All Rights Reserved.

© 2009-2010, Crosscut Advisory Partners, LLC. All Rights Reserved.1

Humans follow culture looking for new waysto consume. Proof: in a generationeverything changed

Analog Digital

Crosscut shapes brands in the image ofculture identifying for brands where theyshould focus their attention, next

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Sets of ‘practices’ people adopt toexperience life, relate to one another,establishing and evolving societal norms

Culture

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Cultural Relevance and the relevance ofculture

4

Nike Culture Culture of Nike

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(Innovative performance) (Ingenious style)

Brand differentiation has declined in 40 of46 categories1

Source: “The Brand Bubble,” John Gerzema and Ed Lebar, 2008. © 2009-2010, Crosscut Advisory Partners, LLC. All Rights Reserved.5

Brands now follow Culture rather thanlead it

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Marketers are finding it more difficult tofind the most original pathways

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The 2009 CMO Survey: Marketers want toknow how to measure customer insightsand culture

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But consumer trends can only observediffused behavior, it’s over before it’s begun

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Culture connects humans to brands

We measure culture and then relate theinsights to brand and marketing strategies

α

Marketing P

erfo

rm

ance

Culture

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TM

© 2009-2010, Crosscut Advisory Partners, LLC. All Rights Reserved.

CELEBRITYINFLUENCE

CULINARYHABITS

CURRENTEVENTS

DESIGN DIVERSITY

ENVIRONMENT

FAITH &POLITICS FAMILY FASHION

GAMING &HOBBY

HEALTH &FITNESS

INNOVATION INTOXICANTS LANGUAGE

MEDIA MUSIC TASTE ROLE MODEL SEXUALITY SUCCESS

ENTERTAINMENT

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Crosscut segments culture into 20 discretecategories

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And crosses them with 20 businessverticals

AUTOMOTIVEBEER &SPIRITS

CONSUMERELECTRONICS

CONSUMERPCKG GOODS

DIGITAL

ENTERTAINMENT

ENVIRONMENT

FINANCIALSERVICES

FOOD &BEVERAGE

HOSPITALITY MEDIA &PUBLISHING

QSR & CASDINING

RETAILSOCIALMEDIA

SPORTS TECHNOLOGY TELECOMTRAVEL &LEISURE

WIRELESS

HEALTHCARE

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CrosscutingTM is capable of at least 400unique, quantifiable brand profiles

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Because culture moves and causesmovements we measure it and brands qrtly

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Product

Communication

Trade

Employee

Other

Awareness

Associations

Attitudes

Attachment

Activity

Price premium

Price elasticities

Market share

Expansion

Cost structure

Profitability

Stock prices

P/E ratio

Market cap

MARKETINGPROGRAM

INVESTMENT

CONSUMERMINDSET

MARKETPERFORMANCE

SHAREHOLDERVALUE

CULTUREINSIGHT

CULTURECONTEXT

CULTUREAPPLICATION

CULTURERELEVANCE

Crosscut correlates culture to marketingmodels simply without fuss

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What is your business objective?

STRATEGICPLANNING

CONSUMERINSIGHT

BRANDPOSITIONING

NEW PRODUCTDESIGN

PORTFOLIOMANAGEMENT

CHANNELSALES

ADVERTISING

TECHNOLOGY

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5 Questions:

What culture dimension is driving your category?

How are you leading in your business vertical?

What is your speed to market for innovation?

How do you determine what to innovate in your portfolio?

Which brands are growing market share in your category?

© 2009-2010, Crosscut Advisory Partners, LLC. All Rights Reserved.17

How do you identify culture in yourbusiness?

Brand equity studies

Brand health analysis

Brand tracking

Brand value regression

Consumer segmentation

Customer satisfaction

Ethnography

Forecast planning

Marketing mix modeling

ROI analysis

Usage & Attitudes studies

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Where can you use culture insights most?

Idea Product Manufacture Retail Communication Target

culture

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TM

Thank you.

Lee “Chappy” Chapman, Principal

[email protected]

www.crosscutadvisory.com

© 2009-2011, Crosscut Advisory Partners, LLC. All Rights Reserved.

Global Strategic Leadership Experience

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